trade facilitation and smes tom butterly chief, trade facilitation unit united nations economic...
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Trade Facilitation and SMEs
Tom ButterlyChief, Trade Facilitation Unit
United Nations Economic Commission for Europe (UNECE)
SMEs
• SMEs account from between 60 and 70% of employment in OECD countries
• Figure often much higher in developing countries
SupplySupply
Sources:plantsvendorsports
Manufacturers,Regionalwarehouses:stockingpoints
Fieldwarehouses:stockingpoints
Customers,demandcenters
MaterialProduction/purchasecosts
Manufacturing/Inventory &warehousingcosts
Transportationcosts Inventory &
warehousingcosts
Transportationcosts
Source: Simchi-Levi & al , 2000
Supply Chain
UN/CEFACT SUPPLY CHAIN REFERENCE MODELUN/CEFACT SUPPLY CHAIN REFERENCE MODEL
CommercialProcedures
• Establish Contract
• Order Goods• Advise On
Delivery• Request Payment
TransportProcedures
• Establish Transport Contract
• Collect,Transport and Deliver Goods
• Provide Waybills, Goods Receipts Status reports
RegulatoryProcudures
• Obtain Import/Export Licences etc
• Provide Customs Declarations
• Provide Cargo Declaration
• Apply Trade Security Procedures
• Clear Goods for Export/Import
Financial Procedures
• Provide Credit Rating
• Provide Insurance
• Provide Credit• Execute Payment• Issue Statements
INVOLVES
Prepare For
ExportExport Transport Import
SHIPBUY PAY
Prepare For
Import
Constitution dossier Achat
Signature et cachet
Résultat contrôle Labo
Labo Contrôle
Fax et courrier
Préparation Titre d'importation
Assurance
Suivi commande
Lettre d'engagement si produit inflamable
Constitution Dossier
Calcul de la freinte
Stockage
non conforme
Formulaire d' écart
Lettre de non conformité / F
Produit Isolé
B. de Retour MP
Enregistrement Informatisé
B. d'entrée interne
Vérification de la saisie
Calcul prix de revient
Classement et Archivage
Photocopie document
conforme
Transporteur
Livraison
Avis d'embarq.
Documents d'expédition
Agence Maritime
Déclaration douanière
Règlement douane
Enlèvement M.P
D T C
Contrôle Périodique
Note d'achat Demande d'offre de prix
B.C ManuelAnalyse des d'offres
Stock Mini atteint
B.C informatisé
55Offre de prix
fact. Proforma
Confirmation Commandes
17
16108
2322
1918
24
1 2 4
Classement des documents
Produit retourné
Comptabilité
Transitaire
3
52
5543 1086
18
9
19 20 22
30 31
32 33
8 29185 17 21
14 12
13 11
13 14
6
5 8 29 30 31
32 33
3
16 17
1716
Photocopie Doc.
Prélèvement des échantillons
Déchargement
Contrôle Qté Signat. & Cachet BL
Réception
11
16 17 2828
5 8 21
30 31
29
3332
Etiquettage non-conformité
2121
2827
23
10 19
18 24
8
22
24
333231302921
36
11
7
15
15
15
12
12 12 12 12
12
Constitution dossier Achat
Signature et cachet
Résultat contrôle Labo
Labo Contrôle
Fax et courrier
Suivi commandeConstitution
Dossier
Calcul de la freinte
Stockage
non conforme
Produit Isolé
Enregistrement Informatisé
Vérification de la saisie
Calcul prix de revient
Classement et Archivage
Photocopie document
conforme
Transporteur
Livraison
Avis d'embarq.
Documents d'expédition
Agence Maritime
Déclaration douanière
Règlement douane
Enlèvement M.P
Contrôle Périodique
Demande d'offre de prix
Analyse des d'offres
Stock Mini atteint
B.C informatisé
33Offre de prix
fact. Proforma
Confirmation Commandes
98651
Classement des documents
Produit retourné
Comptabilité
Transitaire
2
32
332 54 6
12 13 14 15
5 763
4
3 5 11 12 13
14 15
2
Photocopie Doc.
Prélèvement des échantillons
Déchargement
Contrôle Qté Signat. & Cachet BL
Réception
3 5 7
12 13
11
1514
77
8
5 9615141312117
16
D T C
911
Total Trade Transaction – Integrated supply-chain
Building Trade Efficiency
Trade facilitation
Company processes
General needs• Customers• Finance • Information
– Buyers– Price– Standards– Quality– Packaging– Transport– Taxes,duties, etc
• Transport Infrastructure• Trade Support Services• Etc
Trade Facilitation Needs• Reduce complexity and cost (relatively
higher for SMEs)• Certainty / transparency – (advance ruling)• Speed• Access to International Supply Chains• ICT Solutions – low cost and simple to use
(on my PC)
Must assess specific needs of SMEs in a given country/region
Major Issues• Authorised Economic Operator (AEO) –
implications for SMEs – Authorised Supply Chain
• Security – implications for SMEs• Consultation – SMEs part of the solution• Life before and after trade facilitation
Benchmarks and milestones (roadmap – national and regional strategies for TF)
Selected Case Studies of Public-Private Sector Partnerships in Trade Facilitation 1. Export Electronic Single Window, Guatemala2. Mauritius TradeNet, Mauritius3. Port Net Amsterdam, Netherlands4. Cargo Risk Analysis and Scanning, Sierra Leone5. Computerised Risk Management, Tanzania6. Tunisia TradeNet, Tunisia7. Cargo Processing System in the Port of Felixstowe,
United Kingdom8. Chicago Rail Industry, United States.
.. now we have to make trade facilitation happen!
Follow-upAll UNECE Recommendations, codes, standards and publications are available for free on our website at:
– www.unece.org/trade– www.unece.org/cefact/– www.unece.org/etrades/unedocs/
– E-mail: [email protected]
UNECE Paper on Public-Private Sector Partnerships in Trade Facilitation Implementation
Key Factors:1. High level of trust among the participants: A
strong degree of trust between the partner organisations allows partner organisations to contribute a substantial amount of resources and effort in the assured knowledge that the partner will do the same.
2. Fixed deadlines: Setting deadlines allow each partner organisation to focus on the relevant task(s) that need(s) to be accomplished.
3. Clear objectives: Clear objectives act as an ongoing guideline by which the partnerships success can be constantly evaluated.
4. Constant communication: There needs to be a constant flow of information, feedback and evaluation between the partner organisations to enable both parties the opportunity to ‘voice their concerns’ and to make crucial interventions at various stages of the partnership when necessary.
5. Funding: The issue of funding is crucial as it allows for all the concepts and ideas that have been proposed to attain the operational or implementation stages.
6. Transparency: At any point in the development of a PPP there needs to be the ability to evaluate any area of the partner organisation.
7. Leadership: Strong leadership ensures that the various aspects of the PPP are achieved in a timely, effective and efficient manner.
There are significant positive benefit/cost ratios that can be derived by implementing TF measures through the medium of PPPs, due to the particular abilities of both sectors. Certainly, the increased funding or pool of skills available between partner organisations increases the chance of successful implementation and sustainability of PPPs and the substantial benefits therein.